Ultra Trends of Middle East

1. Ultra Trends of Middle
East Tourism Industry
2016 – 2030
Moderator Adel Shokry

2. Foreword
• Middle East destination cities
experienced a lot of changes during the
last decade, how many international
visitors arrive at each of those cities
comparing to global destinations; and
how much those visitors spend are key
elements to draw a tourism map of the
area. Proudly we offer you this map
which will highlight consistently
dynamics & growth in tourism business
among those cities.
Ahmed Balbaa
Chairman – B Host Services DMCC

3. Special Thanks
• As a part of the “Middle East Tourism
Study” project, this session offers a
through analysis of most elements that
converge the subsectors which serve as
a reference for the Tourism Industry in
the Middle East. Both from “strictly
economic terms” and “social & cultural”
derivations.
A special thanks to our group of expertise
for the synergies derived from joint work
efforts.
Fathi Nour
Managing Director

4. Ultra Trends of Tourism Industry
11 Things you need to know about the future
tourism in the Middle East

5. 1- Silver-Haired Tourism
• In keeping with the socio-demographic trend, the
aging population is considered one of the fastest
growing segments in the tourism market.
• The share of world’s population over the age of
60 increased from 8% in 1950 to 12% in 2013.
According to forecasts, this share will reach 21%
by 2050.
Share of global population over the age of 60

6. Silver-Haired Tourism
• The aging population will increase specifically in
China, India and the US where each country is
expected to have a population with over 100 million
people aged 60 or above by 2050.
• According to our market research, the aging
population shows some common characteristics:
• Senior population is ready to spend: Senior members
of society can often be more financially secure,
whether they are still working or have retired. This is
generally true for developed countries where they
have the purchasing power to buy a travel prorduct.

7. Silver-Haired Tourism
• They live well beyond the age of 65: With
advances in science and medicine, the life
expectancy of the world’s population has, on
average, been extended to 82 years for females
and 79 years for males.
• They are active travelers: Other than the
availability of funds, time and health for travel,
the older population has a greater desire to travel
and to explore the world than previous
generations.

8. Silver-Haired Tourism
• Highly Personalized Services: Considering the
unique characteristics of travel products
demanded by senior travelers, they require
tailor-made services and prefer to build trust
through face-to-face interaction with providers.
This ‘silver-hair’ segment presents an invaluable
opportunity for travel agents, especially when
they are gradually losing their competitive
advantages to online agents in the increasingly
digitalized travel industry.

9. Silver-Haired Tourism
• Soft Adventure for ‘feeling young’: The aging
population is relatively fitter and healthier
than previously, and they do not consider
themselves too old to travel.
• Health and Wellness Products: Health and
wellness travel, especially among senior
travelers, is already very popular. They will
continue to travel for health reasons.

10. Silver-Haired Tourism
• New playground for everyone: Travel products
demanded by senior travelers are highly diverse
and enable tourist suppliers to find their own
niche segment among this growing market. For
example, it is not surprising that senior travelers
purchase travel insurance at a higher rate than
their younger counterparts.
It is also expected that in the future they might
require 24/7 emergency support and travel
consultation services, not only during, but also
before or even after their travel.

11. Global aging population, 2014 VS
2050

12. Products demanded by
senior citizens

13. 2- GENERATION Y AND Z
• In addition to the aforementioned aging
population, the importance of generation Y
has been recognized by key industry players
as an important market segment, and not
only for its size.
• This rapidly growing segment, the Millennial’s
, as they are known, are expected to
represent 50% of all travelers by 2030
“subject to exceed”.

14. GENERATION Y AND Z
• Their focus is on exploration, interaction, and
emotional experience.
• Many brands in the hotel industry have realized
that they need to rethink the service they
provide to accommodate these dimensions.
• Millennial's expect a greater link between
tourism services and their everyday life and as
a result many new hotel brands are arising
which try to provide precisely this experience.
Examples !!!!!!!!!!!!!!!

15. GENERATION Y AND Z
• Radisson RED: We connect with that ageless
millennial mindset and believe that hotels can
enhance their world via Art, Music, Fashion and a
Distinctive Connection
• MOXY by Marriot: We don’t make excuses.
Because we don’t make any rules. Step inside,
make the bar your dance floor, kick back with a
Cosmopolitan like the cosmopolitan you are. But
just so you know, you might not want to leave…
Ever.

16. GENERATION Y AND Z
• TOMMIE: To the youthful and open-minded,
Tommie is a lifestyle micro hotel brand
designed to unleash the potential of every
interaction, every moment, and every square
foot. Tommie hotels are set to become the
blueprint for the next evolution of hotels in
gateway cities. Combining form and function,
the experience is a typical, but intuitive—and
a new way to look at hotel living.

17. GENERATION Y AND Z
• Hilton Canopy: Relax to Revive - We make it
easy, with open, inviting spaces and friendly
enthusiasts who are always eager to help.
Looking for that hip hotel vibe? At our café &
bar, anytime is a good time for relaxing over
great food and drink.
•AND MORE ……..

18. GENERATION Y AND Z
• The entire value chain is being adjusted to
meet their lifestyle requirements and will
continue to do so while becoming more
transparent and tech savvy, with a strong
focus on empathy and customer connection.
• The trend is expected to be further boosted
by the accelerated implementation of
digitalization, as technology is essential for
this demographic.

19. GENERATION Y AND Z
• GENERATION Y:
• The generation of people born during the 1980s
and early 1990s.
• Children born during this time period have had
constant access to technology (computers, cell
phones) ONLY in their youth.
• They have required many employers to update
their hiring strategy in order to incorporate
updated forms of technology

20. GENERATION Y AND Z
• Generation Z:
• 06 characteristics “TILL NOW” could be defined
by Social Marketing expertise of Gen Z
• Cynical: They tend to be more realistic not
idealistic, seemingly jaded from the tough
economy, terrorism and complexities of life.
• Private: They don’t want to be tracked. Apps like
Snap-chat and Whisper have seen explosive
growth in the last few years. In contrast,
Facebook has lost 25 % of this demographic since
2011.

21. GENERATION Y AND Z
• Entrepreneurial: They plan to be pioneers, not
merely settlers in a career. 72% of current high
school students want to start a business. They
feel like hackers, not slackers. Since they’re
more jaded.
• Multi-tasking: They prefer to be on 5 screens
at once, not 2 screens like Millennial’s. Get
ready to communicate to them while they
look around, not into your eyes.

22. GENERATION Y AND Z
• Hyper-aware: Generation Z has communicated
enough with marketing researchers and
academics to reveal that they experience: 4D
Thinking, their minds are streaming in so many
directions, they’ve become post-moderns who
are hyperaware of their surroundings.
• Technology-reliant: Those teens put technology
in the same category as air and water. They
cannot imagine living without being connected all
the time.

23. GENERATION Y AND Z
Keep in mind, the jury is still out:
while these attributes are on the
radar screen now, the Gen Z are still
young, and change is always in the
wind. For now, however, it might do
us some good pay attention to those
six characteristics

24. GENERATION Y AND Z

25. GENERATION Y AND Z
• They’re expecting real time information.
• Their powerful messages mostly sent via
pictures, videos and channels that allow them to
interact.
• They speak in icons and stickers which are
replacing traditional text.
• You have to learn their specific language.
• In order to market services to generation Z,
YOU MUST:

26. GENERATION Y AND Z
• Tell your story across multiple platforms.
• Present your values and create meaningful
brands.
• Be socially responsible.
• Tease them, talk their language. (CUL / HAND).
• Treat them as adults.
• Respect their opinion and allow them to interact
and co- create.

27. 3- Growing Middle Class
• Travel has always been a luxury of the well-
situated, urban population mostly from
Western countries.
• The increase in average incomes and the fall
in levels are resulting in the growing size of
the so-called middle class.
• They are the world’s population that is
neither rich nor poor by each national
standard.

28. Growing Middle Class
• The middle class is set to increase from 1.8
billion in 2009 to 3.2 billion by 2020 and 4.9
billion by 2030 according to OECD (Organization for
Economic Co-operation & Development)

29. Growing Middle Class
• The majority of global middle-class growth
will come from the Asia-Pacific region, where
growth is substantial.
• By 2030, the Asia-Pacific region will already
represent two- thirds of the total global
middle-class population and will contribute to
54% of all middle-class consumption by 2020.

30. Growing Middle Class

31. Growing Middle Class
• With improved English language skills, middle-
class travelers can gain independence from
guided tour groups, which will lead to an
increase in autonomous travelling.
• Both increase in disposable income, as well as
increase in education, makes the Internet
more accessible.

32. Growing Middle Class
• Having easier access to transparent and
comparable information online, results in:
• 1. A further increase of competition between
online tourist monsters.
• 2. Growing importance of digital presence.
• 3. Improvement of a tourist’s digital
experience.

33. Growing Middle Class
• While planning their travel, middle-class
tourists are looking for value for money.
• In order to reach their destination, they are
more likely to choose budget transportation
(low-cost airlines, trains, boats).
• Having a slice of the middle-class pie means
businesses will require innovation in offering
value for money whilst still targeting specific
needs.

34. Growing Middle Class
• Another challenge that should be taken into
consideration, is adapting to specific
requirements once the tourist is at the
destination.
• For example, for Indian tourists, due to religious
and cultural norms, vegetarian and Halal food in
hotels should always be available.
• Track the GDP’s around and Gain more Middle
Class. GROWTH DOMESTIC PRODUCT

35. Growing Middle Class
Asia Pacific Growth in 2015

36. Growing Middle Class

37. Growing Middle Class

38. 4- Emerging Destinations
• With the growing middle class and their
search for value for money and different
travel interests, many destinations in the
emerging and developing regions (Asia,
South America, Eastern Mediterranean,
Middle and East Europe, Middle East and
Africa) have managed to develop and exploit
their tourism potential to attract and retain
visitors.

39. Emerging Destinations
• In 1950, while almost all of international arrivals
(97%) were concentrated in only 15 destination
countries, this share had fallen to 56% by 2009.
• Currently there are close to 100 countries
receiving over 1 million arrivals a year.
• Asia’s growth was illustrated back in 2012 when
Bangkok was the number one global destination
in terms of international overnight visitors.

40. Emerging Destinations
• According to MasterCard’s Global Destinations
Cities Index. London overtook Bangkok as the
front runner in 2014 due to the Thai political
situation.

41. Emerging Destinations
• Bangkok’s potential should allow for a quick
comeback if it is not impacted by further
negative influences like terrorism and
political issues.
• Among the top 20 global destination cities
by international overnights visitors in 2015
there are 10 cities from Middle East and
Asia, half of which experienced double digit
growth.

42. Emerging Destinations
• The traditional way using scores of air connectivity are
indicative of the potential of the destination cities.
• They are not directly correlated with, at least not
immediately, their international visitor arrivals.
• The international arrivals figures also include transit
passengers, city residents returning from overseas
trips,
• and passengers arriving from other domestic airports,
which are excluded in the estimates of international
overnight visitors.

43. Emerging Destinations
• The most appropriate way to gauge the
performance of a destination city is to take into
account the size of the city’s resident population,
and look at the number of international overnight
visitors that it attracts per city resident.
• From this perspective, Dubai is the unmistakable
world champion as shown in the following Chart.
It went from 4.9 visitors per resident in 2009 to
5.7 in 2015, basically in a league of its own.

44. Emerging Destinations
1.8
0.8
1.1
4.9
0.6 0.5
1.5
1.8
0.6
1
0.3
1
1.9
1.1
0.5
0.3 0.3
0.8
1.8
0.3
2.3
1.6
1.3
5.7
0.9
0.6
2.1
1.8
1.1 1.2
0.6
1.5
2.7
1.3
0.7 0.7
0.3
1.1
2.5
0.4
0
1
2
3
4
5
6
LON
BKK
PAR
DXB
IST
NYC
SIN
KUL
SEL
HKG
TYO
BCN
AMS
ROM
MIL
TPE
SHA
VIE
PRG
LAX
2009
2015

45. Emerging Destinations
• As per the governmental Dubai Statistics Center
(DSC) Dubai population recorded on
31/12/2015the number of 2,446,675 residents.
• Resulting 13,946,047 tourists visited Dubai city on
2015
• In contrast of course some of the leading and
most successful destination cities have much
lower visitors to residents ratio cause of large
number of residents live in such as (Cairo –
London & NYC)

46. Emerging Destinations
• Similarly and using same formula Dubai city
leads the world in terms of international
visitor spending per city resident, estimated at
US$ 4,668 in 2015.
• This is almost DOUBLE the second ranked
Barcelona which estimated at US$ 2,793 per
city resident, shown in the following chart.
(Master Card 2015 Global Destination Cities Index)

47. Emerging Destinations
$2,480
$1,027
$1,385
$4,668
$674
$885
$2,639
$1,923
$1,556
$1,020
$628
$2,793
$1,333
$994
$493
$1,028
$236
$841
$1,501
$552
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
LON
BKK
PAR
DXB
IST
NYC
SIN
KUL
SEL
HKG
TYO
BCN
AMS
ROM
MIL
TPE
SHA
VIE
PRG
LAX
Visitor spending
Visitor spending

48. Emerging Destinations
• A NOTE WORTHLY:
• Feature of the human connectivity dimension
captured by International Monetary Fund
(IMF) in their World Economic Outlook (WEO),
international visitor spending in 132
destination cities growing faster than their
real GDP since 2009 up-to-date. As illustrated
in the following chart.
(World GDP – IMF, WEO calculated at market exchange rate)

49. Emerging Destinations
100
112.1
118.8
124.2
132
138.2
144.7
100
104.1
107.2
109.8
112.6
115.6
118.9
100
110
120
130
140
150
160
2009 2010 2011 2012 2013 2014 2015
Visitors expenditure VS Real GDP (billions)
Total international overnight arrivals expenditure (132cities) World real GDP

50. Emerging Destinations
• With extraordinary given the generally weak
and uneven global economic recovery in the
aftermath of the 2008/09 global financial
crisis.
• As well as the fact that world trade grew
slower than world GDP since 2009.
• International tourism business is clearly a
powerful trend that will persist in the years
to come.

51. 5- Shopping Tourism

52. Shopping Tourism
• Shopping is becoming an increasingly relevant
component of the tourism value chain.
• It is one of the major categories of tourists’
spending's, representing a significant source of
income for national economies both directly and
through the many linkages to other sectors in the
economy.
• In the short and medium term, shopping tourism
will be consolidated as a key segment within the
tourism industry.

53. Shopping Tourism
• UNWTO’s long-term outlook and assessment of
future tourism trends is positive. The number of
international tourist arrivals worldwide is
expected to increase by 3.3% a year on average
from 2010 to 2030.
• This represents some 43 million more
international tourist arrivals every year, reaching
a total of 1.8 billion arrivals by 2030.
• The highest growth rates in spending on
international travel in recent years have come
from emerging economies.

54. Shopping Tourism
• The table below shows top 5 countries by
expenditure on international tourism in 2013
Ranking
(2013)
Country
USD$ (billion)
Change (%)
1 China 129 +26%
2 United States 86 +3%
3 Germany 86 +2%
4 United Kingdom 53 +25%
5 Russian Federation 53 +4%

55. Shopping Tourism
• Calculating the expenditure on shopping tourism
presents a challenge, as it is difficult to differentiate
between spending by tourists and non-tourists in the
destination.
• However, one of the leading reference documents, the
International Recommendations for Tourism Statistics
2008 (IRTS 2008) provides some clarification. The
Recommendations state that tourism trips can be
classified according to main purpose, one of these
being ‘shopping’, from the perspective of demand, i.e.
visitors making a trip with shopping in mind.

56. Shopping Tourism
• Successful tourism destinations recognize the
importance of harnessing the energies and
resources of a range of partners along the
destination value chain.
• promoting collaboration and cooperation as
vital ingredients in increasing the
competitiveness of the destination and its
future prosperity.

57. Shopping Tourism
• In regards to this issue, we
recommend the “UNWTO Global
Report on Shopping Tourism” which
features case studies from a range of
destinations that discuss such
partnerships:

58. Shopping Tourism
• 1 (Case Study) London’s New West End
Company working in partnership to manage
and market London’s top attraction
• 2 (Case Study) Boosting shopping tourism in
Barcelona
• 3 (Case Study) The Modern Commercial Heart
of the Ancient Venetian Republic

59. Shopping Tourism
• The Dubai Shopping Festival (DSF), which is
“the longest running and the largest shopping
festival in the world,” has attracted over 56
million visitors to the emirate in the last two
decades, resulting in total spend of more than
Dh145 billion.
• Malls did report 12% growth; Gold and
Jewelry sector had 20-25% increase in 2016.

60. Shopping Tourism
• The shopping festival has played a very
important role in raising the profile of Dubai
as a premium shopping and tourist
destination.
• Not only mid-class shoppers are attracted to
Dubai, but also Wealthy ones, according to the
“Wealth Report2016” of Knight Frank.
Ultra High Net Worth Individual (UHNWI) 2016

61. Shopping Tourism
• Over the past decade, The Wealth Report has
ranked the cities that matter most to the world’s
wealthy, based on where they live, invest,
educate their children, grow their businesses,
network and spend their leisure time.
• Attitudes Survey of wealth advisors say that
Singapore, Hong Kong, Shanghai and Dubai
repeated their competition for positions three to
six.

62. Shopping Tourism
Most important cities to UHNWI Ultra High Net Wealth Individuals
2015 2016
1 London London
2 New York New York
3 Hong Kong Singapore
4 Singapore Hong Kong
5 Shanghai Dubai
6 Miami Shanghai
7 Paris Paris
8 Dubai Sydney
9 Beijing Beijing
10 Zurich Geneva

63. 6.Political Issues &Tourism
• Governments around the world are facing
numerous political issues that might influence
tourism in destinations.
• Riots in Greece have been an influence on
Greek tourism both in the short and long-
term.
• Short term problems occurred with the media
warning tourists to avoid traveling to Greece.

64. Political Issues &Tourism
• Long-term concerns might be losing
investments and investors’ confidence in the
tourism sector due to financial instability.
• An example of a recent political issue is the
EU’s struggle with the flow of migrants and its
own asylum policies.
• In 2015 more than 800,000 refugees moved to
Europe, expected to exceed 3 million in 2016.

65. Political Issues &Tourism
• The recent tragic attacks in France are opening
key questions on how to address this global
threat.
• Other recent tragic events that have occurred
in Egypt, Tunisia and Thailand, had a direct
negative impact on tourism.
• The Brussels airport attack caused 18 days of a
total closing the airport.

66. Political Issues &Tourism
• Transportation insecurity is also a potential
issue for travelers, often caused by terrorism
attacks on airports and on trains.
• Europeans currently fear for the security of
their rail system after the attempted terrorist
attack which occurred in France in the
summer of 2015.

67. Political Issues &Tourism
• Furthermore, travelers are facing a problem of
waiting longer at security check points before
boarding and they might face further
inconvenience by having difficulty in storing
their baggage at the airport due to security
reasons.
Crisis management is therefore becoming
a necessity for destination managers.

68. 7. TECHNOLOGICAL (R)EVOLUTION
• Tourism is strongly influenced by the progress
of the technological revolution that is shaping
and changing everyday life.
• Technology has become an integrated part of
daily life with mobile internet, navigation
systems and smartphones, thanks to which
people are constantly connected to the digital
world.

69. TECHNOLOGICAL (R)EVOLUTION
So what does the technological future look like in hotels
specifically?

70. TECHNOLOGICAL (R)EVOLUTION
• Some hotels are already offering different
solutions to accommodate guests, which
might build a picture of a typical hotel in the
future.
• The registration at reception is carried out
immediately via smartphone; the receptionist
can see in real-time guests’ insights on a
tablet screen, and all the preferences related
to the room are adjusted in real-time.

71. TECHNOLOGICAL (R)EVOLUTION
• During the vacation, the guest gets real-time
information on programs and activities in
accordance with documented preferences and
gets proposals for new possibilities on the
selected devices (via smartphones, wearables
etc.).
• All of this contributes to a complete experience
for the guest leading to their greater
contentment, increased level of consumption and
ultimately it will increase their loyalty.

72. TECHNOLOGICAL (R)EVOLUTION
Nevertheless, there will be challenges like
selecting the appropriate technology for
the guest, avoiding the pitfalls of using
technology just for the sake of it, and
optimizing such technology for the benefit
of the guest and to improve their
experience

73. 8. DIGITAL CHANNELS
• Generally speaking, the process of a vacation begins
and ends with the Internet. It starts with research and
collection of ideas, through to an intent to travel, then
fine tuning the trip details and ultimately sharing their
experiences after the trip.
• On average, almost every person in the world owns a
cell phone, and soon the ratio will be greater than
1:1, meaning that most tourists will be able to
explore, plan and make decisions wherever and
whenever they want. Currently 65% of searches begin
on mobile phones and continue on computers.

74. DIGITAL CHANNELS
Key digital travel trends

75. DIGITAL CHANNELS
• The global market of wearable devices
(‘wearables’) will nearly triple by 2019 with a
predicted average CAGR (Compound Annual
Growth Rate) of 35%.
• Sales by global on-line travel intermediaries
grew 8% CAGR over the period between
2008 to 2013, and now stand at 25% of the
total travel sales (Euro monitor).

76. DIGITAL CHANNELS
Further digital changes might be summarized as following:
1. Asia Pacific will drive future growth, doubling
online travel sales between 2013 and 2017
(Euro monitor)
2. Some markets are reaching maturity (USA
around 43% of total travel sales – PhoCus
Wright);
3. Meta-search engines are gaining increasing
importance and entering the booking game;
4. Increased consolidation of OTAs (over the air)

77. DIGITAL CHANNELS
5. (Priceline , Agoda, Booking.com, Kayak;
Expedia, Trivago, Hotels.com, Carrentals.
com);
6. By 2017, 30% of online travel by value will
be made on mobile devices (Euro monitor);
7. OTAs spent more than $4 billion in 2014 on
digital advertising (e-Marketer);

78. DIGITAL CHANNELS
8. The rise of “sharing economy” which is
disrupting the tourism ecosystem (Airbnb,
Uber etc.);

79. DIGITAL CHANNELS
• Companies will have various platforms and
channels that will be able to reach tourists
and accomplish interactive communication.
• Given the amount of information and the
variety of channels, it represents a whole new
environment with significantly higher
complexity.

80. DIGITAL CHANNELS
New challenges for traditional tourism
companies:
1. How to stand out from the crowd in such a
complex environment?
2. Do I have the competence to gain an
advantage in this new environment?
3. How to shape our Human Resources
strategy?

81. DIGITAL CHANNELS
4. Who is a social media strategist? How old
are they? How many years of experience do
they have and how do I find or develop such
an expert? How much do I pay them?
5. Who is a data scientist? What are their roles
and responsibilities within the organization?

82. 9. LOYALTY PROGRAMS
• Loyalty programs are integrated in the tourist
experience and they should adequately
respond to a dynamic digital environment.
• Previously analyzed trends (e.g. Generation
Z, Technological (re)volution, Digital channels)
require us to rethink current business
models and routines.

83. LOYALTY PROGRAMS
• Likewise, change is needed with old fashioned
loyalty programs, where collected bonus
points are being exchanged for rewards.
• In a world where everything strives for
personalization, the real challenge is how to
tailor each benefit to each customer’s needs.

84. LOYALTY PROGRAMS

85. LOYALTY PROGRAMS
• Additional mismatch may occur by lack of ease in
redeeming reward points.
• Sometimes, it is difficult for customers to understand
what they can redeem for their points and what
actions they have to do in order to turn those points
into an actual benefit.
• Further discrepancy can be evident in inadequate
metrics used for the loyalty program. Some of those
metrics can be old-fashioned, inconsistent, or just
difficult to understand for the customer.

86. LOYALTY PROGRAMS
• To avoid confusion, changes in current loyalty
programs should be introduced.
• Loyalty can find its purpose in the whole
process, starting from planning,
accommodation, activities, experiences in a
hotel and in a destination, all the way to
aftermath of a travel experience.

87. LOYALTY PROGRAMS
Integration is also needed between
various stakeholders in the tourism
sector (carriers, hoteliers, tourist
boards etc.), where alignment of
business processes and a higher
level of collaboration between
stakeholders is required.

88. 10. HEALTH AND HEALTHY LIFESTYLE
• Healthy lifestyle implies prevention, which is
one of the key factors in health improvement.
• In the first half of 2014, mobile health
applications saw an increase of 62%.
• The mobile fitness & wellness market is the
fastest growing category within the mobile
health segment, with a CAGR of 37% by 2018.

89. HEALTH AND HEALTHY LIFESTYLE
• Integrated cooperation between the health
and tourism sector will open up new
possibilities in health tourism.
Spectrum of healthy trends in tourism

90. HEALTH AND HEALTHY LIFESTYLE
• Here we have identified some of the products
which are the forerunners for providing such
increasingly important services:
1. Destination spas - facilities built upon the
concept of total wellbeing, in which the
main goal is to promote the achievement of
both physical and mental health goals

91. HEALTH AND HEALTHY LIFESTYLE
2. Along with traditional sport and recreation
(e.g. Walks, hiking, cycling, running, boating,
swimming, meditation, exercise programs, etc.)
new fitness programs, highly focused on results,
are arising.
3. Room lighting following individual biorhythm in
order to increase energy levels, air purification,
exercise equipment, water enriched with
vitamins, fresh organic food purchased from
local producers etc.

92. HEALTH AND HEALTHY LIFESTYLE
4. Spa that complements traditional areas with
other lifestyle components.
5. All-encompassing life coaching that
embraces nutrition, physical exercise, stress
management, goal setting and
empowerment.

93. HEALTH AND HEALTHY LIFESTYLE
If a destination and a hotel want to
meet these tourists’ needs, the next key
step is the integration of additional
supply in the destination, in order to
have a homogeneous offering.
Additionally, a continuous improvement
through innovations will be needed for a
long-term success in health.

94. 11. SUSTAINABILITY
• Tourism is growing at a phenomenal rate.
• With over a billion annual travelers, tourism
generates 9% of world’s GDP and 1.4 trillion
USD of export.
• It induces extra job opportunities and more
importantly helps improve the structure and
balance of the economic activities in a society.

95. SUSTAINABILITY

96. SUSTAINABILITY
• Sustainable tourism is defined as “tourism
that respects both local people and the
traveler, cultural heritage and the
environment”.
• Economic, social and environmental pillars
have to be balanced in order to ensure the
long- term sustainable development of
tourism.

97. SUSTAINABILITY
• Economic sustainability
• Key factors of economic sustainability include
the rise in living standard, increased leisure
time, economic development and prosperity,
and political stability.

98. SUSTAINABILITY
• Socio-cultural sustainability
• Sustainable tourism has to allow community
participation but requires global
understanding and acceptance.

99. SUSTAINABILITY

100. SUSTAINABILITY
Sustainability, as a trend in tourism, is
positive and has already become a
reality.
The implications range from a macro level
of a destination, to a micro level of each
accommodation

101. Resources
• UNWTO – Global Report on Shopping Tourism. Vol 08
• Master Card – 2015 Global Destination Cities Index
• Master Card – Crescent Rating Muslim Travel Shopping Index 2015
• UNWTO - International Recommendations for Tourism Statistics 2008
• Knight Frank – 2016 Wealth Report – Ultra High Net Wealth Individuals
• UNWTO 2015 - “Tourism Highlights 2014”
• IMF – World Economic Outlook
• Euro monitor
• Phocus-wright
• Travel Media Group
• CAGR – Compound Annual Growth Rate

102. Moderator Contact
Thank You
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